Little Known Facts

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30 Νοε 2013 (πριν από 3 χρόνια και 6 μήνες)

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Little Known Facts


The only 15 letter word that can be spelled without
repeating a letter is: “uncopyrightable”


111,111,111x111,111,111=12,345,678,987,654,321


Cat’s urine glow’s under blacklight.


It takes 3,000 cows to supply the NFL with enough
leather for a year’s supply of footballs.


On average, 100 people choke to death on ballpoint
pens every year.

Densa IQ Test


Do

they

have

a

fourth

of

July

in

England?



How

many

birth

days

does

the

average

man

have?



Some

months

have

31

days
;

how

many

have

28
?



In

baseball,

how

many

outs

are

there

in

an

inning?



Can

a

California

man

legally

marry

his

widow's

sister?



Divide

30

by

1
/
2

and

add

10
.

What

is

the

answer?



If

there

are

3

apples

and

you

take

away

2
,

how

many

do

you

have?



A

doctor

gives

you

three

pills

telling

you

to

take

one

every

half

hour
.

How

many

minutes

would

the

pills

last?



A

farmer

has

17

sheep

standing

in

a

field

and

all

but

9

drop

down

and

die
.

How

many

sheep

are

left

standing?




How

many

members

of

each

animal

did

Moses

take

on

the

ark?




A

clerk

in

the

butcher

shop

is

5
'

10
''

tall
.

What

does

he

weigh?




How

many

two

cent

stamps

are

there

in

a

dozen?


New Science


Chaos


Complexity


Self
-
organizing systems


Self
-
producing systems

Commentary: The potential of chaos theory and
complexity theory for health services management


"trust the workings of chaos" rather than interfere through
the elaboration of rules and other controls.” Wheatley


theories to promote better understanding of health care
organizations


new ideas are often prematurely translated into normative
prescriptions for health care managers


chaos theory and complexity theory… provide new
explanations for known but poorly understood phenomena.


is an individual health care organization a complex
adaptive system?

Margarete Arndt; Barbara Bigelow;

General Systems Theory


Open Systems


Cybernetics


The New Science


Open systems


The 2d Law of Thermodynamics: When a
machine is running down, a system’s energy
dissipates over time.


Systems engage in an open interchange with the
environment, in which inputs and outputs can
be largely explained in terms of feedback loops.


Interdependent systems are reliant on, yet are
also constrained by, feedback from other
systems.


New Science


“ a move away from the Newtonian model that is
characterized by materialism, reductionism, and a
focus on things rather than on relationships.”


“examines relationships beyond the superficial and
apparent order of the universe to reveal a hidden
dimension, one that contains an underlying order and
structure that is observable when reduced to its parts.”


Cybernetics


“A method for the scientific treatment of the system in
which complexity is outstanding and too important to
be ignored.”


“Cybernetics is the science of control, and
communication, in the animal and the machine.”


“Second order cybernetics... Invoked a focus not only
on the properties of the systems and the interaction of
the environment and the system but also on how
observers are made part of any description by their act
of observation.


Ecofeminism


“A perspective that focuses on the value of nonhuman
life.”


“It recognizes the interdependence of all ecological
communities, thus moving it away for anthropocentric
values, or human
-
based values, and toward ecocentric,
or earth
-
centered values.”


“places living systems on a level
-
playing field..”


“humans are no longer the center of the universe..”


“…awareness of being part of…the web of life ensures
our care for all living things.”

Cyborgology


“embraces the ‘nonhuman”


“As a posthumanist perspective
cyborgology disintegrates the artificial
distinctions between organc and machine
processes, between humans and machines.

???????

“A value
-
centered, posthumanist
perspective on self
-
organizing
systems seems to be consonant with
our need to create knowledge, while
allowing us of maintain some the
mystery and unpredictability of life.”

Whole Brain Thinking


Synergy is the key to the creative process


In the right climate, composite groups of
heterogeneous people are more creative
than homogeneous groups


Creativity is not so much the acquisition of
skills, tool, processes and techniques, but
rather the breaking down of walls within
and between people.


The source of creativity is the human brain.


Applied creativity is the whole brain.

4 Exercises that break down walls.


Drawing or sculpting exercises


Draw a flower or your hand.


Visualization exercises.


Dream home.


Metaphors of nature.


Storm clouds of opportunity


Models of problems.


Draw picture or doodle of your problem.

Nine Barriers to Creative Thinking


Failure to ask questions.


Failure to record ideas.


Failure to revisit ideas.


Failure to express ideas.


Failure to think in new ways.


Failure to wish for more.


Failure to try being creative.


Failure to keep trying.


Failure to tolerate creative behavior.

Barriers to thinking more creatively


USA Today
; New York; Mar 1999; Anonymous



Failure to ask questions.

Taking things for granted can kill
creativity, while asking impulsive
questions can generate insights. Try
looking at the world through more
inquisitive eyes.


Failure to record ideas.

You never know which ideas will help you
tomorrow, so keep them all: in a
notebook. on scraps of paper in a folder,
on voice mail messages to yourself
-
whatever method works. Doubling the
number of ideas you save enriches the
raw materials needed for thinking.


Failure to revisit ideas.

Review your notes from past projects.
Become more aware of old assumptions
that become "comfort zones," making it
hard to see creative alternatives.

Failure to express ideas.

Articulate your thoughts to others (or to
yourself when alone). Expressing stray
thoughts is a good way to consider them
carefully.


Failure to think in new ways.

Get out of the box by doing something new.
Instead of making a list of pros and cons,
for instance, draw pictures or diagrams
of the problem you are working on, then
generate fresh perspectives by analyzing
those images.



Failure to wish for more.

Creativity thrives on optimistic speculation.
New inventions arise from the wish to
improve the status quo. Learn the value
of wishful thinking.


Failure to try being creative.

Avoid the trap of thinking you aren't a
creative person. Failing to try is the
quickest way to derail your creativity.




Failure to keep trying.

"Breakthrough" concepts usually come
only after you generate hundreds of
ideas. It is a big mistake to become
discouraged and abandon productive
lines of thought prematurely because
they appear fruitless.


Failure to tolerate creative behavior.

Most supervisors communicate a "Stop
thinking and get back to work" message
to workers, argues Hiam. The way to
unlock the creative potential of staff is to
encourage imagination, not censor it.



Seven principles and practices for executives
to safeguard their creative freedom are:


1. Just say no: Neglect what is urgent but not
important.


2. Have a burning yes for a task that is "not urgent."


3. Merge the preparation aspects of "not urgent" tasks
with "urgent" tasks.


4. Earn the confidence of your boss in your creative
competence.


5. Balance creative courage with consideration for
others.


6. Be able to operate in both a highly independent mode
and a highly interdependent mode.


7. Get out of the box, put on different hats, and engage
in lateral thinking.



Creative freedom


Executive Excellence
; Provo; Feb 1997;

Covey, Stephen R


Why Intelligent People Fail

(Too Often)

1. Lack of motivation

2. Lack of impulse control

3. Lack of perseverance and perseveration

4. Using the wrong abilities

5. Inability to translate thought into action

6. Lack of product orientation

7. Inability to complete tasks and follow through

8. Failure to initiate

9. Fear of failure

Con’t

10. Procrastination

11. Misattribution of blame

12. Excessive self
-
pity

13. Excessive dependency

14. Wallowing in personal difficulties

15. Distractibility and lack of concentration

16. Spreading oneself too thin or too thick

17. Inability to delay gratification

18. Inability or unwillingness to see the forest for the trees

19. Lack of balance between critical, analytical thinking
and creative synthetic thinking

20. Too little or too much self
-
confidence.

Health Technology

Scottsdale Fashion Square

Next to Nieman Marcus

HAS 3260

Session Fifteen

Change Leadership


Dr. Burton

The future

Change or die!

Profile of a Leader in Trouble:


Passes the buck


Lacks imagination


Has personal problems


Feels secure and
satisfied


Is not organized


Flies into rages


Will not take a risk


Is insecure and
defensive


Has no team spirit


Fights change


Has a poor
understanding of
people

John Maxwell

“There is nothing more difficult to take in
hand, more perilous to conduct and more
uncertain on its success, than to take the
lead in the introduction of a new order of
things.”






Nicolo Machiavelli

Learning Organizations

1.
Sets aside old ways of thinking

2.
Becomes self
-
aware and open to others

3.
Learns how the whole organization works

4.
Understands and agrees to action plans

5.
Works together to accomplish the plans

Source: Peter Senge

Strategic Leadership


The ability to:


Anticipate


Envision


Maintain flexibility


Think strategically


Work with others to initiate changes

Innovation


The process of take a new idea and putting
it into practice.

Wheel of innovation

Source: Gary Hamel

Imagining

Designing

Experimenting

Assessing

Scaling

Innovation roles


Idea generators


Information gatekeepers


Product champions


Project managers


Innovation leaders

Models of Change Leadership

Top Down Change







Theory E Change

Bottom Up Change







Theory O Change

Change strategies

Managerial Behavior

Change Strategy

Power Bases

Likely Results

Force
-
coercion

Using position power to

create change by decree

and formal authority

Legitimacy

Rewards

Punishments

Direct forcing

and unilateral action

Political maneuvering

and indirect action

Rational Persuasion

Creating change through

rational persuasion and

Empirical argument

Expertise



Informational efforts

using credible knowledge

demonstrated facts, and

logical argument

Shared Power

Developing support for

change through personal

values and commitments

Reference



Participative efforts

to share power and

involve others in planning

and implementing change

Fast

Slow

Temporary

compliance

Longer term

internalization

“The New Millennium Workplace:

Seven Changes that will Challenge
Managers
--

and Workers”

by

Robert Barnes

The Futurist

March
-

April 1996

7 Changes


The Virtual Corporation


Just
-
in
-
time Work Force


The Ascendancy of Knowledge Workers


Computerized Coaching and Electronic Monitoring


The Growth of Worker Diversity


The Aging Work Force


The Birth of Dynamic Work Force

Source: Robert Barnes

The virtual organization


Distributed Workforce


Linked through electronic technology


Computer networks


Telecommuting

Source: Robert Barnes

Just
-
in
-
Time Work Force


Temporary workers.


Outsourcing support functions.


Issues:


Motivation


Orientation and Training

Source: Robert Barnes

The Ascendancy of Knowledge
Workers


Fast growing segments


Medical technologists


Paralegals


Computer Installers


Avoiding technical obsolescence


Increasingly mobile workforce


Potential conflict between broad
-
based
professionals and lower
-
paid technicians


Source: Robert Barnes

Computerized Coaching and
Electronic Monitoring


Loss of the personal touch?


Privacy issues

Source: Robert Barnes

Growth of Worker Diversity


More women and minorities entering the
workforce


Multicultural environment


International markets


Source: Robert Barnes

Aging workforce


Median Age 45 years


By 2005 15% will over 55 years


Changing assumptions and stereotypes


Need for communication, teamwork skills
for younger managers directing older,
more experienced workers.


Source: Robert Barnes

Birth of the Dynamic Work Force


Continuous improvement


Changing customer requirements


Changing competitor actions


Flexibility


More project focused work.

Source: Robert Barnes

Six survival skills for the “Protean”
Manager


Rapid Response


Sharp Focus


Stress Busting


Strategic Empowerment


Staff Juggling


Team Building

Source: Robert Barnes

?????????????


What will you change or do differently as a
leader when the challenge comes?